Summary
Happy to help with any people related projects on a day to day basis.
A highly experienced HR generalist with a track record of creating healthy productive working environments in SME’s where employee relations may previously have been challenging. I have achieved this through a strong focus on leadership development, significantly improved communication and honesty and openness with the shop floor. Personally driven by a strong value base and a total commitment to the businesses success which I believe can be achieved through treating employees well and ensuring maximum individual and team performance. Background predominantly in SME’s where I have been able to make a major contribution in enhancing HR’s reputation and demonstrating what the function can deliver to the business.
Employee Relations and engagement
• Following a series of focus groups trained and implemented an employee forum that significantly increased employee confidence and efficiency of senior management input to employee engagement and communication
• Through significantly improved relations with FTO implemented factory restructure and removed serious blockers and long term absentees to improve capacity and efficiency
• Changed the way rosta’s were brought in line with flight schedules for the baggage handlers at Manchester airport. Restructured union to update and align with needs of business, agreed new terms for the Recognition Agreement.
• Modernised union/management relationship resulting in drastically reduced pay negotiation times, significantly improved communication and the achievement of changes within the business smoothly and efficiently
Management Development
• Introduced a team leader development programme to build the confidence of the team leaders who had been previously undermined by both TU and senior management. Focussed on areas to build their employee relations knowledge and their interpersonal and leadership skills. Gave ownership back to the line for people management.
• Introduced a line management development programme which resulted in a nationally recognised qualification (ISM) and significantly improved confidence, cross functional working, leadership skills and incorporated a number of key business projects as part of the accreditation.
• Worked with local college to establish a team leader development programme which provided a qualification and aligned with business needs around developing sales with existing customers, leading the team and developing engineer potential. Resulted in a NEBBS qualification for the participants and impacted both top and bottom lines for the company.
Performance Management
• Worked with US counterpart to design, implement and embed a global performance management process with a key objective of ensuring alignment with 5 different country cultures across Europe and the US. Provided the first objective measurement of employee performance, ensured individual effort was clearly focussed on business goals and enabled the poor performers to be managed effectively.
• Designed and implemented an appraisal process for a regional office to be applied across 300 sites in line with the regional people strategy. Was later adopted nationwide for 22,000 employees.
Communication
• Carried out focus groups across whole business (80 employees) to identify communication needs. Resulted in a communication strategy which incorporated developing on existing structure and introducing new concepts; provided a highly effective communication channel through the company.
• With the goal of integrating 4 European offices launched an attitudinal survey which consequently identified main areas for focus including the introduction of Quarterly Briefs by the senior team, newsletters, team briefing and phone-in’s.
• Following focus groups and survey information identified significant issues around internal communication. Worked closely with a Communication Consultant and launched a full branded infrastructure including regular surveys, state of the nation presentations and team briefings all squarely aligned with employee needs.
HR Team Development
• Restructured HR team after initiating feedback from the business regarding their service requirements. Involved development of a graduate, recruitment of a training person previously located within the factory, removal of a blocker and incorporation of the office services team.
• Established an HR team with individuals based in the UK and Belgium. Developed both HR Advisors with limited previous experience into highly effective contributors, the UK advisor now fulfilling the role of European HR Manager.
A highly experienced HR generalist with a track record of creating healthy productive working environments in SME’s where employee relations may previously have been challenging. I have achieved this through a strong focus on leadership development, significantly improved communication and honesty and openness with the shop floor. Personally driven by a strong value base and a total commitment to the businesses success which I believe can be achieved through treating employees well and ensuring maximum individual and team performance. Background predominantly in SME’s where I have been able to make a major contribution in enhancing HR’s reputation and demonstrating what the function can deliver to the business.
Expertise
Employee Relations and engagement
• Following a series of focus groups trained and implemented an employee forum that significantly increased employee confidence and efficiency of senior management input to employee engagement and communication
• Through significantly improved relations with FTO implemented factory restructure and removed serious blockers and long term absentees to improve capacity and efficiency
• Changed the way rosta’s were brought in line with flight schedules for the baggage handlers at Manchester airport. Restructured union to update and align with needs of business, agreed new terms for the Recognition Agreement.
• Modernised union/management relationship resulting in drastically reduced pay negotiation times, significantly improved communication and the achievement of changes within the business smoothly and efficiently
Management Development
• Introduced a team leader development programme to build the confidence of the team leaders who had been previously undermined by both TU and senior management. Focussed on areas to build their employee relations knowledge and their interpersonal and leadership skills. Gave ownership back to the line for people management.
• Introduced a line management development programme which resulted in a nationally recognised qualification (ISM) and significantly improved confidence, cross functional working, leadership skills and incorporated a number of key business projects as part of the accreditation.
• Worked with local college to establish a team leader development programme which provided a qualification and aligned with business needs around developing sales with existing customers, leading the team and developing engineer potential. Resulted in a NEBBS qualification for the participants and impacted both top and bottom lines for the company.
Performance Management
• Worked with US counterpart to design, implement and embed a global performance management process with a key objective of ensuring alignment with 5 different country cultures across Europe and the US. Provided the first objective measurement of employee performance, ensured individual effort was clearly focussed on business goals and enabled the poor performers to be managed effectively.
• Designed and implemented an appraisal process for a regional office to be applied across 300 sites in line with the regional people strategy. Was later adopted nationwide for 22,000 employees.
Communication
• Carried out focus groups across whole business (80 employees) to identify communication needs. Resulted in a communication strategy which incorporated developing on existing structure and introducing new concepts; provided a highly effective communication channel through the company.
• With the goal of integrating 4 European offices launched an attitudinal survey which consequently identified main areas for focus including the introduction of Quarterly Briefs by the senior team, newsletters, team briefing and phone-in’s.
• Following focus groups and survey information identified significant issues around internal communication. Worked closely with a Communication Consultant and launched a full branded infrastructure including regular surveys, state of the nation presentations and team briefings all squarely aligned with employee needs.
HR Team Development
• Restructured HR team after initiating feedback from the business regarding their service requirements. Involved development of a graduate, recruitment of a training person previously located within the factory, removal of a blocker and incorporation of the office services team.
• Established an HR team with individuals based in the UK and Belgium. Developed both HR Advisors with limited previous experience into highly effective contributors, the UK advisor now fulfilling the role of European HR Manager.
Experience
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Jane MacKenzie
HR Business Support
- Current -
Turtle Wax Limited
HR Director
100+ Employees 2004 - 2011HR responsibility for 150 staff on 4 locations in the UK and mainland europe. Implemented performance management process across all 4 sites aligned with cultural requirements for each country.
Education History
-
Business Studies
Manchester Metropolitan University
1982 - 1986Specialising in HR with a years placement within an HR team
Qualifications
BA (Hons) Business Studies 2i
Clubs and Associations
CIPD Membership
